中外合资企业的系统评价

对跨国公司子公司的业绩评价,是跨国公司控制程序中最基本的一环,也是东道国对外商投资企业加强管理和引导的关键所在。 本文尝试将本世纪60年代世界范围内兴起的系统论及系统工程学作为对跨国公司的子公司,特别具体到我国的中外合资企业项目评价的主要方法,整体地、多角度地对中外合资企业进行全面综合的系统分析和评价。     

基于平衡计分卡的跨国物流子公司业绩评价体系的构建

首先,对跨国物流子公司进行战略角色的定位,构建了网络嵌入下的跨国物流子公司战略角色立体模型,确立了跨国物流子公司水平型的战略角色定位.其次,详述了跨国公司子公司业绩评价的信息需求,继而在平衡计分卡理论的指导下,以公司价值创造驱动因素切人,从财务、客户、内部流程、学习与成长等维度,试图建立适合于跨国物流公司子公司的业绩评价体系,为实业界提供一套系统的具体的跨国物流公司子公司绩效管理工具.     

网络组织是跨国公司变革的基本趋势

网络组织的结构特征跨国公司网络组织的基本架构主要包括三个因素 ,即分散的子公司、专业化经营和彼此间的相互依赖。其主要特征表现如下 :1、组织结构扁平化。传统组织结构中母子公司间等级分明、子公司间界限分明 ,而网络组织几乎只有两个层次 ,即管理层和执行层 (基本单位或     

关于现代企业管理中组织文化的思考

在21世纪,随着经济的发展,组织文化在现代企业管理中发挥着举足轻重的作用.随着管理方法的改变,人们更加注重对企业的科学管理,组织文化是组织的灵魂,因其特有的导向功能、凝聚功能、约束功能、激励功能,被更多的用来引导员工的思想和行为,从而决定了组织的经营业绩,所以在现代企业管理中,应该把组织文化的建设作为一项重要的管理目标...     

基金管理公司设立子公司的相关问题探讨

我国基金业发展迅速,基金管理公司已具规模,伴随着基金业务的扩展和经营模式的不断创新,基金管理公司子公司模式开始出现.文章在分析基金管理公司组织架构基础上,从业务、交易、风控、治理与监管的角度,对国内基金管理公司设立子公司的经营模式进行了探析,并就子公司设立的法律地位、业务范围、行政监管等提出了建议.     

基于组织间关系视角的OBA、IOCM实践对企业绩效的影响

本文以组织间关系为出发点,阐释了开放会计和组织间成本管理理论,并基于已有研究展开了实证分析,采用结构方程模型对假设进行了检验。研究结果表明:承诺对信任、组织间成本管理有积极影响;信任能促进开放会计和组织间成本管理;开放会计能促进组织间成本管理,开放会计和组织间成本管理同时在经济上和战略上促进企业的业绩成长。本文还从理论上扩展了对开放会计和组织间成本管理关系的研究,揭示了两者的互补作用。     

基于平衡计分卡的跨国物流子公司业绩评价体系的构建

首先,对跨国物流子公司进行战略角色的定位,构建了网络嵌入下的跨国物流子公司战略角色立体模型,确立了跨国物流子公司水平型的战略角色定位。其次,详述了跨国公司子公司业绩评价的信息需求,继而在平衡计分卡理论的指导下,以公司价值创造驱动因素切入,从财务、客户、内部流程、学习与成长等维度,试图建立适合于跨国物流公司子公司的业绩评价体系,为实业界提供一套系统的具体的跨国物流公司子公司绩效管理工具。     

企业声誉的经济后果研究综述

企业声誉理论已经成为西方企业管理理论的一个重要组成部分.企业声誉管理作为企业管理中的一个重要领域,受到越来越多的关注.企业声誉具有一定的经济后果,表现为对企业的后续经营业绩和市场业绩产生一定的影响.本文对国内外关于企业声誉经济后果的研究成果进行了回顾与简要的评述,提出了我国未来企业声誉研究的方向.     

国际会计领域的新兴问题

会计理论与会计实践不断受到环境创新的挑战。本文较为系统地提出了国际会计领域目前面临的八大问题，希望能与大家一起深入探讨。一、跨国公司会计信息系统问题跨国公司应本着“全球性思考与区域性行动相结合”的原则设计会计信息系统。这就要求会计系统不仅在各国子公司...     

组织间成本管理研究述评

组织间成本管理（IOCM）是一种基于不同组织协调和合作的成本管理活动,是价值管理、供应链管理、组织理论、契约理论和成本管理集成形成的研究领域,是现代管理会计的重要发展方向之一。本文介绍了IOCM的发展背景、理论基础、主要研究内容和成果,并对其研究现状和未来发展做了简略的评论。     

The two stages of an equity carve-out and the price response of parent and subsidiary stock

This paper provides evidence that an equity carve-out is usually the first stage of a two-stage process either to dispose of parent interest in a subsidiary or eventually re-acquire the subsidiary's publicly traded snares. Both the initial carve-out announcement and subsequent sell-off announcement yield, on average, significantly positive abnormal returns to parent shareholders. In contrast, the parent's price response to a re-acquisition of subsidiary shares is, on average, insignificantly positive. Both sell-off and re-acquisition announcements have a strong positive impact on subsidiary share prices. These gains, however, are offset by the subsidiaries' below-average return performance preceding the second event.     

跨国公司混合型采购方式研究

文中从供应链运作出发,站在跨国制造企业母公司及子公司的角度,主要研究了跨国制造企业的混合型采购组织方式。     

Investment and capital structure decisions of foreign subsidiary with international debt shifting and exchange rate uncertainty

This paper examines the impact of international debt shifting and exchange rate uncertainty on investment and capital structure decisions of foreign subsidiary. We find that debt shifting induces earlier investment, earlier default, higher leverage, and larger ex ante firm value of foreign subsidiary. When debt shifting is not so costly, the optimal leverage of foreign subsidiary increases as the tax rate differential increases. Moreover, when the correlation between exchange rate and foreign cash flow uncertainties is positive (negative, respectively), foreign investment advances as exchange rate uncertainty increases (decreases) as well as the correlation increases. These results reveal that the impact of debt shifting and exchange rate uncertainty on investment and capital structure policies cannot be ignored, supporting existing empirical findings.     

Headquarters−Subsidiary Interdependencies and the Design of Performance Evaluation and Reward Systems in Multinational Enterprises

This study investigates the impact of headquarters–subsidiary interdependencies on performance evaluation and reward systems in multinational enterprises. Headquarters–subsidiary interdependencies refer to the extent to which headquarters and subsidiaries depend on each other to accomplish their tasks. When headquarters–subsidiary interdependencies are present, it becomes more difficult to reward the performance of subsidiary managers because these interdependencies induce noise on subsidiary-level accounting performance measures, while at the same time high levels of goal alignment between headquarters and subsidiary managers are required. Based on survey data from 82 foreign subsidiaries operating in Belgium with headquarters in 14 different countries, our partial least squares path modelling results show that as headquarters–subsidiary interdependencies increase, headquarters use more participative performance evaluation and consider more the effects of uncontrollable factors on subsidiaries' performance when rewarding subsidiary managers. More importantly, while prior research suggests that interdependencies induce noise on unit-level accounting performance measures, our results indicate that participative performance evaluation may mitigate the noise so that headquarters still rely on subsidiary formula-based compensation using accounting measures to reward subsidiary managers.     

Institutional distance,host country and international business experience,and the use of parent country nationals

This study examines how the institutional distance between a host country and a home country influences foreign subsidiary staffing, and how overseas business experience moderates the effect of institutional distance. Hypotheses regarding the effect of institutional distance on foreign subsidiary staffing are empirically tested using a sample of 2,980 foreign subsidiaries of Japanese firms. This study shows that although the ratio of parent country nationals to subsidiary employees decreases when firms face greater institutional distance, the absolute number of parent country nationals assigned to the subsidiary increases. This study also shows that firms with more overseas business experience replace host country nationals with parent country nationals when there is greater institutional distance.     

煤代油工程污水处理工艺的选择

文章通过分析巴陵分公司煤代油工程的污水排放特性及技术条件,探讨了污水处理工艺的选择。     

Subsidiary Strategy: The Embeddedness Component

This article develops the concept of internal subsidiary embeddedness as the canvas within which subsidiary strategy takes place. Developing an inductive model, we identify three hierarchical levels of embeddedness. The first level is operational embeddedness, which relates to interlocking day-to-day relations. The second level is capability embeddedness, which concerns the development of competitive capabilities for the multinational as a whole. The third level is strategic embeddedness, which concerns a subsidiary's participation in a multinational corporation's strategy setting. We derived our concept of embeddedness from an in-depth case study. Embeddedness is not merely an outcome of the institutional setting in which a subsidiary is situated, but is a resource a subsidiary can manage by means of manipulating dependencies or exerting influence over the allocation of critical resources. A subsidiary can modify its embeddedness to change its strategic restraints. Therefore, the development of subsidiary embeddedness becomes an integral part of subsidiary strategy.     

Pricing Internal Trade to Get a Leg up on External Rivals

The pricing of transfers from parent to subsidiary is an oft-explored issue. Linking the cost of internal transfers with external market prices is one common approach, typically justified when the market for the good is perfectly competitive. This paper shows that imperfect competition may also justify market-based transfer prices. Concern that transfer price will deviate from marginal cost and thereby distort subsidiary choices can lead a parent to undertake actions to influence the market price of the upstream good. Such efforts can provide a desirable strategic posture in the upstream market.     

The effect of international staffing practices on subsidiary staff retention in multinational corporations

This paper contributes to the scarce body of research on employee turnover in multinational corporations' foreign subsidiaries and addresses some key issues related to dealing with turnover of local staff. Based on a literature review, I conceptualize locals' perceived career prospects and their organizational identification as key variables mediating the relationship between international staffing practices and local staff turnover. In a second step, the paper develops instruments that help international firms to retain their subsidiary staff. Specifically, I focus on how international staffing practices need to be configured to ensure employee retention and I derive moderating factors. My arguments are integrated into a framework for the effect of international staffing practices on subsidiary staff retention in multinational corporations.     

Subsidiary initiatives and subsidiary autonomy: Evidence from New Zealand and Brazil

The paper uses evidence from a developed and a developing economy (New Zealand and Brazil) to study the consequence of multinational subsidiary initiative taking for subsidiary autonomy. Initiative taking and autonomy are known to increase the likelihood of a subsidiary continuing to grow and develop. Uncertainty remains as to whether subsidiaries acquire or lose autonomy as they engage in initiatives partly as the willingness to pursue initiatives can be viewed positively or negatively by the parent company. By using cross-country data and distinguishing three types of initiative according to the scope of their potential impact (internal, local and global) the study provides a basis for examining this topic that improves on evidence from a single country or single initiative study. Data from 200 multinational subsidiaries in New Zealand and 172 in Brazil are gathered for analysis. As well as examining the overall relationship between initiative taking and autonomy the study presents the first evidence on this topic for subsidiaries in New Zealand and Brazil. The overall conclusion is that subsidiary initiative taking is likely to increase subsidiary autonomy but the affect over autonomy is dependent upon the type of initiative that the subsidiary undertakes: subsidiary autonomy is more likely to increase as a result of a local market initiative than a global or internal market initiative.